A blue economy for the

sustainable development of the

Mediterranean region: tourism

and recreational activities

Alain Dupeyras

Head of Tourism, OECD

Alain.Dupeyras@oecd.org

Statistics

&

indicators

Policies

&

programmes

Cooperation

&

engagement

Measuring and comparing:

Tourism Trends and Policies

Local tourism reviews and

thematic reviews (culture, creative

tourism, food )

Whole of government approach: connecting

with other policies and industry

Analysing, and giving advice:

Policy recommendations &

support for tourism reforms

Policy analysis(investment, megatrends,

sustainability, tourism trade, sharing economy, transport,

SMEs, skills )

OECD’s integrated approach to tourism

National tourism review (Mexico,

Italy)

Tourism Satellite Account

Global Forum on Tourism Statistics

Tourism trade in value added

indicators

Multi-stakeholder involvement(business and industry associations,

universities, economic institutes)

International organisations (e.g. EC, APEC, UNWTO, ILO, UNEP, UNESCO, World Bank)

Partner countries (Colombia, Costa Rica, Croatia, Egypt, Lithuania, Morocco, Romania, Russia

and South Africa)

OECD work on tourism for 2017-18

• OECD Tourism Trends and Policies 2018

• Measuring performance in tourism

• Analysing megatrends to better shape the future of tourism

• Analysing investment trends in tourism for effective policy responses

• Providing new evidence on value of trade in tourism services

• Tourism policy reviews – national, local, thematic

For tourism, business as usual is not an

option

– Necessity to cope with the rapid tourism growth in the years to come, and making it more inclusive and sustainable

– Adapting the traditional tourism business models

– Managing tourism mobility at the destination

– Adapting to climate change and mitigating the tourism impacts

– Improving the governance of tourism in complex environments with multiple stakeholders

– Supporting skills development to support an innovative, sustainable and inclusive tourism economy

The global tourism market

21% service

exports

€1 Value Added in

tourism results in 56c

VA in upstream

industries

6% employment

4% direct GDP 54% international

tourist arrivals

Sources: OECD Tourism Trends and Policies 2016, OECD-WTO Trade in Value Added (TiVA)

OECD area

77% domestic

consumption

Mediterranean countries

Sources: OECD Tourism Trends and Policies 2016.

Ocean industries value added

Source: The Ocean Economy in 2030, OECD report

Ocean economy

Source: The Ocean Economy in 2030, OECD report.

Ocean economy represents 2.5% of world GVA (1.5 trillion USD)

Marine and coastal tourism 26% of total Value Added of the ocean economy

Marine and coastal tourism is 2nd larger employer with 7 million jobs (direct Full Time Equivalent)

Forecasts by 2030

Sources: The Ocean Economy in 2030, OECD Tourism Trends and Policies 2016, and UNWTO forecasts.

Tourism economy

Globally, 1.8 billion international tourist arrivals forecast by 2030

Ocean economy

Ocean economy GVA triple

– 1.5 trillion USD to almost 3 trillion USD

Marine and coastal GVA double

– 390 million USD to almost 780 million USD

– Share stable at 26% of the ocean economy VA

Marine and coastal employment +22%

– 7 million to 8.5 million jobs

– 2nd larger employer

Case study - Developing coastal tourism –

The Wild Atlantic Way (Ireland)

Ireland's first long-distance touring route, the Wild Atlantic Way stretches along the Atlantic coast from Donegal to West Cork

One of Fáilte Ireland’s signature projects to rejuvenate Irish tourism

Once fully realised it will:

assist in increasing visitor numbers, dwell time, spend and satisfaction along all parts of the route;

direct visitors to less-visited areas along the coast;

re-package the Atlantic seaboard as a destination to overseas and domestic visitors;

improve linkages between, and add value to, a range of attractions and activities;

build on the work completed in these areas already and assist businesses, agencies, local groups and other stakeholders along the area to work together.

Case study - Jeju Olle Walking Trail (Korea)

Inspired by the Route of Santiago de Compostela in 2007

Jeju is the largest island off the coast of the Korean Peninsula

21 main routes, 5 sub-routes and all together 422 km

Visitor numbers increased from only 3,000 in 2007 to nearly 1.2 million by 2014

It is designed to connect tourists with residents and regional culture and landscapes

Olle means a narrow pathway connecting the street to the front gate of a house

It passes through small villages and natural beauty of Jeju (oceans, 368 small inactive volcanoes, stone walls and forests)

Offers a potential form of more sustainable tourism for traditional sun and beach destinations

Encourages people to stay longer and local in a sustainable way and to revisit to walk whole routes

Many small accommodation establishment and shops created along the trail, resulting in the rejuvenation of many small villages

Case study - Marine Park Environmental

Management Charge (Australia)

The Great Barrier Reef Marine Park Environmental Management Charge (EMC) was introduced in 1993

Charges are either:

Per visitor – and passed on by the operator to the Great Barrier Reef Marine Park Authority (GBRMPA)

Fixed quarterly – for operations involving the installation and operation of tourist facilities, underwater observatories, hire of equipment, vending operations etc.

All EMC payments are applied directly to the management of the Park (e.g. education, research, site planning, information signs)

Most commercial activities require a permit issued by GBRMPA. The permit system:

assists the GBRMPA to reduce impacts on high use and/or sensitive areas, separate potentially conflicting activities, and encourage responsible behaviour

offers benefits to accredited tourism operators, such as longer permit terms, resulting in improved quality of visitor experience

Case study - Integrated governance to spread

the benefits of the cruise industry (Germany)

Hamburg Cruise Center (HCC) emerged in 1998 with 12 members including shipping lines, port companies, catering enterprises and hotels

Now with over 100 members, HCC brings together actors that might gain from cruise activity and is recognised as “best practice” for destination marketing in the cruise industry

Governed by a wide range of actors facilitating a coherent cruise development strategy, enabling HCC to boost cruise tourism demand and increase the benefits generated in the city

Executive board is composed of leaders from cruise lines (TUI Cruise and Aida Cruises), from ports and logistics services (HHLA), from the Hamburg Chamber of Commerce and city planning

Passenger numbers have grown from 20 000 passengers in 2000 to600 000 in 2014, of which 95% are turnaround calls and 5% transit calls

Case Study- Sustainable Tourism in

Sardinia (Italy)

Project STRATUS (Environmental Strategies for Sustainable Tourism), launched in 2017, aims at transforming the protected maritime area of Capo Carbonara (Villasimius) in a laboratory for sustainable tourism.

Its objectives are to:

Foster competitiveness of local tourism SMEs

Improve the sustainability of coastal tourism through technological innovations

Improve planning and managing skills of local public administrations and SMEs through a participative approach

The projects will build up on local stakeholders and it will also envisage the creation of a common brand/certification to promote eco-tourism products.

It has been created by a partnership between University of Cagliari, Capo Carbonara maritime area, with the participation of Italian and French enterprises and associations.

Implement institutional arrangements to establish and leverage policy synergies and develop an integrated approach to tourism

Better understand the unique inter-linkages, synergies and trade-offs between tourism and related policy areas

Evaluate the costs and benefits of policy options from both a short-term and long-term perspective

Develop timely, consistent, comparable and specific data to inform the development of evidence-based tourism policy, and evaluate performance and effectiveness

Better understand tourism’s current and potential impacts on natural resources

Provide an environment to support the creation and growth of small-scale businesses

Promote innovative solutions and good practices

15

Supporting effective policies

for tourism growth – policy considerations

2017 OECD Green Growth and

Sustainable Development Forum

16

The Green Growth and Sustainable Development Forum “Greening the Ocean Economy” will be held in Paris on 21-22 November 2017. It will focus on:

Investment, innovation and employment aspects of the fast-growing ocean-based industries;

Exploring how economic development and conservation needs can be balanced successfully through innovations in established and emerging ocean industries, as well as marine spatial planning instruments;

The role of science and technology, responsible business conduct and waste management.

A panel discussion on the Ocean Economy, Green Growth and Tourism will be one of four parallel sessions held on 21 November (16:30-18:00)

For additional information see http://www.oecd.org/greengrowth/ggsd-forum.htm

− A review of the policy framework for tourism marketing and promotion (2017)

− Major events as catalysts for tourism (2017)

− Financing approaches for tourism SMEs and entrepreneurs (2017)

− OECD Tourism Policy Review of Mexico (2017)

− Tourism Trends & Policies (2008, 2010, 2012, 2014, 2016)

− Intermodal Connectivity for Destinations (2016)

− Statistical Initiatives Measuring Tourism at Subnational Level (2016)

Publications available on-line

To find out more -www.oecd.org/cfe/tourism

http://stats.oecd.org/